Sources of referral and employee turnover.

Compared 7 methods or sources that are used to obtain new workers in terms of their influence on employee turnover. 4 sources are shown to be predictors of stable employment: (a) the reemployment of former workers who left but now desire to return, (b) the hiring of individuals referred by their high schools, (c) the hiring of individuals referred by present employees, and (d) others (primarily walk-ins). 3 sources associated with high employee turnover are: (a) the utilization of hiring agencies other than the major one under contract with the firm, (b) newspaper advertising, and (c) the use of the major hiring agency. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Strategies for reducing employee turnover: A meta-analysis.

Investigated the relative effectiveness of realistic job previews (RJPs) and job enrichment as turnover reduction strategies. A thorough literature search located 20 experiments (N?=?6,492 Ss) dealing with attempts to reduce turnover in field settings. Several meta-analysis techniques showed that variation in the outcomes of job enrichment studies can be attributed to sampling error alone, whereas variation in the outcomes of RJP studies cannot. A search for moderators in the latter case revealed moderate support for the notion that task complexity affects RJP outcomes. Furthermore, the meta-analyses indicated that job enrichment interventions are about twice as effective at reducing turnover as RJPs. Based on the calculated effect sizes, estimates of savings from turnover reductions are provided. (62 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

An evaluation of precursors of hospital employee turnover.

To evaluate a heuristic model of employee turnover, survey data were collected from 203 hospital employees. The questionnaire included measures of general and job facet satisfaction, thoughts about quitting, the intention to quit, the perceived probability of finding another job, and biographical information. Turnover data were collected 47 wks later. Zero-order correlations between job satisfaction and turnover, age–tenure and turnover, satisfaction and thinking of quitting, and intention to quit and turnover were consistent with previous research. When a simplified heuristic model of the employee withdrawal decision process was subjected to regression analysis, significant coefficients were evident from job satisfaction to thinking of quitting and intention to search, but not to actual turnover. As hypothesized, intention to quit exhibited the only significant coefficient with actual attrition. Results support the primacy of intentions in the withdrawal process and serve to further demonstrate the need for models of the turnover process more complete than the traditional dissatisfaction–turnover model. (26 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Review and conceptual analysis of the employee turnover process.

Research on employee turnover since L. W. Porter and R. M. Steers's (see record 1974-04029-001) analysis of the literature reveals that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment are consistently and negatively related to turnover. Generally, however, less than 20% of the variance in turnover is explained. Lack of a clear conceptual model, failure to consider available job alternatives, insufficient multivariate research, and infrequent longitudinal studies are identified as factors precluding a better understanding of the psychology of the employee turnover process. A conceptual model is presented that suggests a need to distinguish between satisfaction (present oriented) and attraction/expected utility (future oriented) for both the present role and alternative roles, a need to consider nonwork values and nonwork consequences of turnover behavior as well as contractual constraints, and a potential mechanism for integrating aggregate-level research findings into an individual-level model of the turnover process. (62 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A meta-analytical structural equations analysis of a model of employee turnover.

Combined meta-analysis with structural equations modeling (SEM) to validate the W. H. Mobley et al (1978) turnover theory as well as alternative structural networks proposed by A. Dalessio et al (1986), P. W. Hom et al (1984), and B. D. Bannister and R. W. Griffeth (1986). The authors aggregated correlations from 17 studies (N?=?5,013 employees), correcting for unreliability and sampling error. Then they used SEM to assess the models, comparing their relative fits to data. SEM analyses corroborated the Mobley et al model better than did past research, but these analyses also showed that the Dalessio et al and the Hom et al theories explained sample data more plausibly. Additional SEM tests found that turnover base rates, time lags between turnover and model assessments, unemployment rates, and occupational differences moderated the models' pathways. The present findings suggest various implications for these theories and for turnover research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Intermediate linkages in the relationship between job satisfaction and employee turnover.

The relationship between job satisfaction and turnover is significant and consistent, but not particularly strong. A more complete understanding of the psychology of the withdrawal decision process requires investigation beyond the replication of the satisfaction–turnover relationship. Toward this end, a heuristic model of the employee withdrawal decision process, which identifies possible intermediate linkages in the satisfaction–turnover relationship, is presented. Previous studies relevant to the hypothesized linkages are cited, and possible avenues of research are suggested. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Organizational, work, and personal factors in employee turnover and absenteeism.

Critically examines research over the past 10-12 yrs concerning factors related to turnover and absenteeism in work situations. On a general level, overall job satisfaction was consistently and inversely related to turnover. In an effort to break down the global concept of job satisfaction, various factors in the work situation were analyzed as they related to withdrawal behavior. 4 categories of factors, each representing 1 "level" in the organization, were utilized: organization-wide factors, immediate work environment factors, job-related factors, and personal factors. Several variables in each of the 4 categories were found to be related fairly consistently to 1 or both forms of withdrawal. An attempt is made to put the diverse findings into a conceptual framework centering around the role of met expectations. Methodological considerations and future research needs are also discussed. (83 ref.) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Reducing staff turnover: a case study of dialysis facilities

A multivariate logistic analysis of 42 Texas dialysis facilities indicated that younger, white, short tenure, an LVN/LPN, with less support from family and friends for emotional concerns, and less supervisor support significantly increased the likelihood of turnover (p < or = .05) in dialysis facilities. The high annual staff turnover of these dialysis facilities increases costs and impedes the delivery of quality patient care. Managerial strategies to increase staff retention are suggested.     

Application of two neural network paradigms to the study of voluntary employee turnover.

Two neural network paradigms—multilayer perceptron and learning vector quantization—were used to study voluntary employee turnover with a sample of 577 hospital employees. The objectives of the study were twofold. The 1st was to assess whether neural computing techniques offered greater predictive accuracy than did conventional turnover methodologies. The 2nd was to explore whether computer models of turnover based on neural network technologies offered new insights into turnover processes. When compared with logistic regression analysis, both neural network paradigms provided considerably more accurate predictions of turnover behavior, particularly with respect to the correct classification of leavers. In addition, these neural network paradigms captured nonlinear relationships that are relevant for theory development. Results are discussed in terms of their implications for future research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A review and meta-analysis of research on the relationship between behavioral intentions and employee turnover.

Reexamined literature cited in previous reviews (W. H. Mobley et al [see PA, Vol 62:9973]; P. M. Muchinsky and M. L. Tuttle [see PA, Vol 64:4296]; and L. Porter and R. M. Steers [see PA, Vol 51:4029]) on the relationship between behavior intentions and employee turnover using meta-analysis procedures. The extent to which moderator variables could be employed to explain variation in findings across intent–turnover studies was assessed. A weighted average correlation of .50 was calculated between behavioral intentions and employee turnover. Intentions were more predictive of attrition than overall job satisfaction, satisfaction with work itself, or organizational commitment. The length of time between procurement of predictor and criterion data influenced the magnitude of intent–turnover relationships. (83 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Unemployment, job satisfaction, and employee turnover: A meta-analytic test of the Muchinsky model.

We conducted a meta-analysis to determine the relation between satisfaction–turnover correlations across studies and unemployment rates at the time those studies were conducted. On the basis of theoretical work by Muchinsky and Morrow (1980), we hypothesized that low relations would be found in studies conducted during times of high unemployment and limited employment opportunity, and high relations would be found in studies conducted during times of low unemployment and expanded opportunity. Results supported the hypothesis; correlations were found that ranged from –.18 to –.52 between unemployment rates and the magnitude of satisfaction–turnover relations across studies. A similar analysis was conducted for the relation between intention to quit and turnover. The correlations between the intention–turnover relation and unemployment were similar in magnitude to the corresponding satisfaction correlations, indicating that the behavioral-intention–turnover relation is also moderated by economic alternatives. Severe methodological problems with a similar study, which indicated the opposite results (Shikiar & Freudenberg, 1982), are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The effects of autonomy and empowerment on employee turnover: Test of a multilevel model in teams.

Extending research on voluntary turnover in the team setting, this study adopts a multilevel self-determination theoretical approach to examine the unique roles of individual and social-contextual motivational precursors, autonomy orientation and autonomy support, in reducing team member voluntary turnover. Analysis of multilevel time-lagged data collected from 817 employees on 115 teams indicates that psychological empowerment mediates the main effect of autonomy orientation and the interactive effect of autonomy support and its differentiation on a team member's voluntary turnover. The findings have meaningful implications for the turnover and self-determination literatures as well as for managers who endeavor to prevent voluntary turnover in teams. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Psychology of employee lateness, absence, and turnover: A methodological critique and an empirical study.

Data on organizational commitment, job satisfaction, lateness behavior, unauthorized absence behavior, voluntary employee turnover, and biographical and situational information were obtained for 406 employees of an engineering plant in England. Results suggest the need for examination of the impact of behavior on affect. It is concluded that the generalized notion of "withdrawal" is misleading and that a redirection of research in this area both through methodological improvements and theoretical innovation is needed. (57 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Fostering employee involvement

Every year, the ODA's Economics of Practice Committee, with the help of an independent consulting firm, carries out the Cost of Practice Monitor which tracks the various costs of running a dental practice in Ontario. This article is the result of a joint ODA-Arthur Andersen initiative to provide members with detailed information from the Monitor. Over the next year, there will be a series of articles published under the heading "Best practises for Ontario's Dental Practices." The article featured in this issue focuses on wage expenses in dental practices and how to foster employee involvement as a means of addressing cost-productivity issues. Furthermore, information relating to wage expenses may be used by practitioners to benchmark their practice against the average Ontario dental practice. Appendix C was developed for this purpose. Through benchmarking, the practitioner may gain insight into ways of evaluating their practice and in addressing issues that could improve the management of the practice. For a long time, concepts of best business practises were applied only to manufacturing organizations or large multi-national corporations but experience has demonstrated that these activities are universal to all organizations, including service companies, schools, government and not-for-profit organizations.     

Safety and the problem employee

Approximately 5 to 7% of workers in any large employee population can be described as having borderline acceptable work performance and fluctuating emotional stability. This subpopulation of employees can be characterized as suffering from attitudinal disturbances ranging from mild to severe. At times physical illness can be an important contributing factor, but more commonly the sole attribute these individuals possess is a negative attitude toward work. It is this sub-group of problem employees which contribute the largest percent of unsafe acts leading to the greatest numbers of industrial accidents in the work community. Identification of this sub-group in the work force and utilization of selective physician-management counseling are definite steps that can be taken to improve the overall performance of the work group. Above average frequency of industrial accidents as well as above average rates of short term absence are significant job performance characteristics which correlate highly with identification of the problem employee. The mutual interchange between supervisor and employee of the counseling session provides a significant contribution to the employees coping mechanism. In our experience 85% of employees improve their job performance following counseling without the need for additional disciplinary action. A follow-up review of job performance with the employee is held within three to six months to reinforce the corrective steps already begun. Cost savings resulting from this approach can be significant. In this study a cost savings of $185 per employee per year was generated in a small isolated work group between 1972 to 1975. The calculation of direct dollar savings foe improvement in lost time statistics probably represent minimal cost savings, as some studies assume the total cost for sickness absence are 2-1/2 times the direct cost.     

The change in employee loyalty

Employee loyalty affects company performance, competitiveness and ultimately the bottom line. Today, the old employment contract is null and void. Employee loyalty cannot be taken for granted; it must be fostered and cultivated. The new employment contract encourages participative decision making, career development, pay for productivity and flexible benefits.     

Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis.

Based on 7,939 business units in 36 companies, this study used meta-analysis to examine the relationship at the business-unit level between employee satisfaction-engagement and the business-unit outcomes of customer satisfaction, productivity, profit, employee turnover, and accidents. Generalizable relationships large enough to have substantial practical value were found between unit-level employee satisfaction-engagement and these business-unit outcomes. One implication is that changes in management practices that increase employee satisfaction may increase business-unit outcomes, including profit. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Rehabilitation employee organizational withdrawal behavior.

Conducted a selected 6-state follow-up of 85 rehabilitation employees who left state rehabilitation agency settings over a 1-yr period. Little advancement potential, little job satisfaction, stress/burnout, and personality differences were the primary reasons as to why Ss withdrew. (PsycINFO Database Record (c) 2010 APA, all rights reserved)